Employment Equity in the Public Service of Canada for Fiscal Year 2017 to 2018

My updated charts reflecting the latest government EE report. Most noteworthy is the small downtick in visible minority and Indigenous executive numbers.

The report does not provide an explanation for this decline. This may be due in part to the greater use of non-advertised processes (see Non-advertised appointments on the rise in the public service, PSC data show).

I am awaiting for the release of  PSC data contrasting advertised/non-advertised/unknown staffing processes for 2018-19 to ascertain whether two-year data suggesting this impact of the new appointment policy is confirmed with three years data:

Source:  Annual Report Publication

Employment Equity in the Public Service of Canada for Fiscal Year 2016 to 2017: 2016-17 data delayed

Highly unusual for the EE data not to be included in the annual report (can’t recall this happening in recent years). The report’s explanation suggests that this is collateral damage of the Phoenix pay system.

That being said, better to take the necessary time for data verification than publish inaccurate data:

The 2016 to 2017 annual report features a 10-year trend analysis of the representation of the 4 designated groups and reports on results of initiatives that advance employment equity, diversity and inclusion. (Data for 2016 to 2017 will be provided at a later date and included with the report as an annex.) Over the past 4 years, the representation of each employment equity group in the core public administration has exceeded workforce availability. However, gaps persist in some departments and in certain occupational groups. We will continue our efforts to close these gaps.

…. Statistical tables for the 2016 to 2017 fiscal year in 7 areas will be published following:

  • retrieval of data from the Phoenix pay system
  • reconciliation of data with sources from the Public Service Commission of Canada and from departments and agencies
  • validation of the accuracy of the data to be published

via Employment Equity in the Public Service of Canada for Fiscal Year 2016 to 2017 – Canada.ca

Public service needs better data to measure diversity, says task force

I have a mixed reaction to the task force report and its 44 recommendations.

On the one hand, I sympathize with the members in trying to provide practical and implementable recommendations on how to increase inclusion in the public service; on the other, I find so many of the recommendations either ignore or downplay the significant overall progress to date with the employment equity groups, advocate new structures rather than fixing the existing mechanisms, and proposes adding layers onto a public service already having difficulties managing existing obligations.

After all, historic and current numbers suggest self-identification and annual reporting have largely worked for the existing groups, particularly women and visible minorities.

The list itself reads more like a laundry list than a carefully thought out list of priorities.

Of the recommendations (and sub-recommendations), the following strike me as more important:

  1. preparing demographic and WFA (workforce availability) projections to reflect Canada’s diversity;
  2. collecting Census data on LGBTQ2 (lesbian, gay, bisexual, trans(gender), queer, and two-spirit)+ people to determine;
  3. the proposed D&I (Diversity and inclusion) lens be developed further as the tool that the public service will adopt to (but the issue of possible duplication with  GBA+ needs to be addressed):a. support cultural transformation in the public service
    b. inform program design
    c. support policy development
    d. design and evaluate practices for people management
  4. the focus on unconscious or implicit bias in training, even if the pilot showed no evidence of bias in hiring, is nevertheless helpful across any number of areas;

The most questionable ones, IMO, are:

  1. reviewing the lexicon for identifying groups to modernize terminology for visible minorities and Indigenous peoples (allow public servants to spend endless amounts of time debating words rather than focussing on practical issues)
  2. developing a methodology to update employment equity WFA (workforce availability) estimates between censuses (too costly and not needed – we can live with the lag);
  3. including in WFA (workforce availability) estimates citizens and non-citizens who are living in Canada (hiring preference is granted to Canadian citizens and why should we set up a system that essentially suggests a greater representation problem than there is);
  4. Greater emphasis on departmental champions (how effective have existing champion networks been at effecting change, are we just adding another layer of talk shops?)

Unsure:

  1. establish a Commissioner for Employment Equity, Diversity and Inclusion, modelled after the Commissioner of Official Languages (more thought needed given the potential high cost – $20 million for OL – against other priorities as well as how it would interact with existing albeit imperfect reporting and mechanisms such as EE,  multiculturalism, disability)

Hill Times article below:

Planning the future of diversity in the public service is not possible with out-of-date data, leaving certain groups unintentionally sidelined, a joint task force studying equity initiatives found, after a months-long examination of inclusion and diversity in the public service.

In its final report released Dec. 11—Building a Diverse and Inclusive Public Service—the joint union-management task force on diversity and inclusion made 44 recommendations surrounding four themes: people management, leadership and accountability, education and awareness, and the consideration of diversity and inclusion.

The demographics of Canada’s population are drastically shifting, but the workforce availability (WFA) estimates, which compare the percentage of minorities in the Canadian population to their percentage in the public service, use data from the census, which is only completed every five years.

Waheed Khan, a member of the Professional Institute of the Public Service (PIPSC) and a co-chair of the task force’s technical committee, said because of the old data, diversity goals could often be drastically skewed.

“Right now, the [estimates say there is] about 12 or 14 per cent visible minorities [in Canada]… but if you look at the current data it is over 22 per cent,” he said, adding that this means deputy ministers may think they’re doing fine if their department is 13.5 per cent, for example.

Projections say the visible-minority population could reach 37 per cent in the future, he said, meaning suddenly 13.5 per cent doesn’t cut it.

The workforce availability estimates also don’t track LGBTQ Canadians or permanent residents working as bureaucrats.

Outside studies indicate that between five and 13 per cent of the population identifies as LGBTQ, but 54 per cent prefer not to disclose their sexual orientation in the workplace for fear of retribution or rejection from their colleagues.

Therefore, the report recommends having WFA estimates updated between the censuses, collect census data on LGBTQ people, track the WFA for non-citizen bureaucrats, and prepare demographic and WFA projections to reflect Canada’s diversity. Departments should then establish diversity goals based on that data.

The task force was created in November 2016 and included representatives from PIPSC, the Public Service Alliance of Canada (PSAC), the Professional Association of Foreign Service Officers (PAFSO), as well as Treasury Board, Health Canada, and Justice Canada, among others. It had a one-year mandate to study ways to “strengthen diversity and inclusion in the government,” according to the Treasury Board’s website.

Diversity and inclusion policies “enable the public service to leverage the range of perspectives of our country’s people to help address today’s complex challenges,” reads the report, and creativity, problem solving, and innovation are improved with varied perspectives.

Treasury Board is reviewing the report and determining how it wants to move forward with implementation. It did not respond to requests for comment by deadline.

Put people who understand diversity in top roles: report

Leadership and the way people are managed is the start of the shift, said Mr. Khan. The task force spoke to public servants through 20 focus group interviews, as well as an online survey that garnered over 12,000 responses. It also did research on provincial equity initiatives, as well as the Australian and British bureaucracies. There are about 262,000 public servants in Canada.

Establishing a Centre of Expertise on Diversity and Inclusion will help senior management implement policies to foster a healthier work environment, recommended the task force. It would determine better ways to communicate about equity issues; outline possible challenges or barriers; and work with other related groups to ensure consistency within the bureaucracy.

Mr. Khan said those who can manage diverse teams, such as those consisting of men and women, or different racial groups or cultures, encourages equity and so the bureaucracy needs to value that skill. This could be implemented by making it a job requirement, for example.

Equity groups—which include women, LGBTQ sexual orientations, Indigenous populations, those with disabilities, and visible minorities—are often expected to conform with the majority, he said, but good management can reduce the harassment and discrimination they face, allowing them to speak up more often.

“You should also have this intercultural effectiveness as a competency for people who want to move on to managerial positions,” he said, so that power dynamics begin to shift in an office.

Those who are included in the definition of equity groups often face more discrimination, he said.

Along with valuing the management of diverse teams as a skill set, the task force recommended hiring boards and other sources of authority be staffed with people from diverse backgrounds. As well, it recommends the creation of a Commissioner for Employment Equity, Diversity and Inclusion, modelled after the Commissioner of Official Languages. Accountability ensures action, Mr. Khan said.

Hiring practices were a big focus for the task force, said PSAC human rights officer Seema Lamba, who was also on the technical committee, as equity group members often feel they are included or excluded because of their status.

“Respondents don’t necessarily feel that the staffing process that they’ve experienced has been fair or transparent,” she said. “There needs to be more accountability around the staffing process, as well as oversight and monitoring.”

She added that since 2005, Treasury Board has increasingly delegated its authority in overseeing diversity programs, and what PSAC has seen is inconsistency across departments. One department may do a decent job around accommodation, said Ms. Lamba, but others might not.

Blind hiring practices—where any details about a person’s identity are removed—were recommended in the report. The Treasury Board Secretariat began testing name-blind recruitment between April and October in six federal departments, including National Defence and Global Affairs Canada, although 17 departments ended up participating. In a blog post Jan. 23, Treasury Board President Scott Brison (Kings-Hants, N.S.) said the experiment did not uncover bias, but the report notes that participants were aware they were participating in a name-blind recruitment project, which could have affected their assessment.

Diversity and inclusion lens, mandatory training recommended

When someone wants to develop an infrastructure project, such as a bridge, they have to do an environmental impact assessment, said Mr. Khan. It allows stakeholders to understand the effect of their actions and put mitigation strategies in place, if necessary.

A diversity and inclusion lens would do much the same thing for government policies, programs, and people management strategies. That way they can understand how these policies affect different groups.

The lens is an education tool, but the report also recommends mandatory diversity and inclusion training for all new employees and managers, and for equity conversations to be meaningful discussed in other training. Often it’s not that people are trying to be discriminatory toward equity groups, said Mr. Khan, it’s just that they haven’t been educated to understand other perspectives.

via Public service needs better data to measure diversity, says task force – The Hill Times – The Hill Times

No sign of bias against government job-seekers with ethnic-sounding names, pilot project finds

Given the overall employment equity numbers, and how representation at both the all employee and executive levels has continued to increase, not overly surprising but nevertheless helpful to have tested for bias:

Hiding ethnic-sounding names from resumes has no real bearing on who’s picked from the pile of applications for jobs in the federal public service, according to a pilot project on blind hiring.

A report released Tuesday by the Public Service Commission shows visible minorities were short-listed at roughly the same rate through a name-blind recruitment process (46 per cent) as through a traditional process (47 per cent).

“For visible minorities, results indicated no significant effect on the screening decisions of applications,” the report concludes.

The federal government launched the name-blind hiring pilot project last April to reduce bias in recruitment based on the names and ethnic origins of potential candidates.

In a blog post today, Treasury Board president Scott Brison said the pilot project aimed to see if unconscious bias was undermining hiring processes and the government’s efforts to build a more diverse public service.

He called the pilot “ground-breaking” and says it’s in line with the government’s focus on innovation and experimentation.

“The project did not uncover bias, but the findings do contribute to a growing body of knowledge,” he wrote.

“They provide us with insights to further explore in our steadfast support of diversity and inclusion in the public service; two critical characteristics of an energized, innovative and effective workforce, able to meet the demands of our ever-changing world.”

17 departments participated

The pilot project included 17 departments and 27 external hiring processes between April and October 2017. It had a sample of 2,226 applicants, including 685 members of visible minorities (just under 31 per cent.)

Jobs were in the scientific and professional, administrative and foreign service, technical and administrative support, and operational fields.

Applications in the blind process had the name, citizenship, country of origin, mailing address, spoken languages, references to religion, and names of educational institutions removed. The objective was to determine if applicants with ethnic-sounding names were disadvantaged in the screening process.

While the findings did not reveal any bias, the report notes that reviewers were aware they were participating in the blind recruitment project, and that “this awareness could have potentially affected their assessment.”

Because the number of candidates who self-declared as Indigenous (73, or three per cent), or disabled (102, or five per cent,) was small, the analysis was limited to visible minorities.

Among the participating departments were National Defence; Natural Resources; Immigration, Refugees and Citizenship; Global Affairs, the RCMP and Statistics Canada.

Similar studies

The report notes other studies on blind hiring have had mixed results.

A 2011 study in the Australian Public Service found that de-identifying applications at the short-listing stage did not appear to help promote diversity.

“In fact, when all candidate’s information was made available, reviewers discriminated in favour of female and visible minority candidates,” the report reads.

Benefits of name-blind recruitment may be partly dependent on the context of the organization, including whether discrimination is present in the hiring process and whether the organization has policies aimed at improving diversity.

In October 2015, the U.K. Civil Service implemented name-blind recruitment to reduce unconscious bias and boost diversity, but no systematic review of the impact has been carried out yet.

via No sign of bias against government job-seekers with ethnic-sounding names, pilot project finds – Politics – CBC News

Ottawa pilots ‘name-blind’ recruitment to reduce ‘unconscious bias’ in hiring

This pilot will provide some real world data to the existing blind cv studies that have been conducted by Oreopoulos and Reitz.

Wisely, the government has chosen to pilot this in a number of departments with different representation challenges, as shown in the table below:

As the government has largely met the goal of being representative of the population it serves, implicit bias may be less of a factor in the government sector. Representation is somewhat less at more senior levels, where implicit bias is likely less of an issue given that candidates are known.

It would be ironic indeed if the pilot, intended to test for bias against visible minorities, would show a bias for visible minorities, given some of the “over-representation” in some departments. In any case, a valuable exercise.

Ottawa has launched a pilot project to reduce biases in the hiring of federal civil services through what is billed “name-blind” recruitment, a practice long urged by employment equity advocates.

The Liberal government’s move came on the heels of a joint study by University of Toronto and Ryerson University earlier this year that found job candidates with Asian names and Canadian qualifications are less likely to be called for interviews than counterparts with Anglo-Canadian names even if they have a better education.

“It’s not just an issue of concern for me but for a lot of people. A number of people have conducted research in Canada, the U.K., Australia and the U.S. that showed there is a subliminal bias in people reading too much into names,” said Immigration Minister Ahmed Hussen, who first delivered the idea to Parliament last year as a rookie MP from Toronto.

“Name-blind recruitment could help ensure the public service reflects the people it serves by helping to reduce unconscious bias in the hiring process.”

Some companies in the private sector, including banks and accounting firms, have already adopted the practice, which removes names from application forms in order to stop “unconscious bias” against potential recruits from minority backgrounds.

In the United Kingdom, the government now requires name-blind applications for university admissions service and other applications for organizations such as the civil service, British Broadcasting Company and local government.

U of T sociology professor Jeffrey Reitz said the initiative is an important step forward but cautioned officials they must consult independent experts in developing the process and reviewing the results to make sure it is done correctly.

To conduct name-blind screening, he said, recruiters must remove any information on a resumé that would reveal the ethnicity of the person, such as name, birth place and membership in an association before coding the candidates in the talent pool.

“If the government is serious about it, they need to make the process transparent and allow researchers to look at the new procedures and the results,” said Reitz, a co-author of the Canadian study on name discrimination against Asians.

Debbie Douglas of the Ontario Council of Agencies Serving Immigrants said she hopes the pilot could benefit other minority groups, given studies have shown that white English- and French-speaking able-bodied women have been the primary beneficiaries of current employment equity programs.

“We hope as the government moves proactively to ensure diversity in hiring it will review the existing program and strengthen it to ensure the intentional inclusion of racialized and indigenous job seekers,” said Douglas.

Treasury Board President Scott Brison, who championed Hussen’s initial idea, said he welcomed the opportunity to explore new ways of recruiting talent for the public service.

“A person’s name should never be a barrier to employment. Diversity and inclusion in the workplace is critical to building an energized, innovative and effective public service that is better able to meet the demands of an ever-changing world,” said Brison at the launch of the pilot at Ryerson Thursday.

The six departments participating in the pilot include Department of National Defence; Global Affairs Canada; Immigration, Refugees and Citizenship Canada; Public Services and Procurement Canada; Environment and Climate Change Canada; and the Treasury Board Secretariat. A report on the pilot is expected in October.

Using data from a recent large-scale Canadian employment study that examined interview callback rates for resumés with Asian and Anglo names, U of T and Ryerson researchers found Asian-named applicants consistently received fewer calls regardless of the size of the companies involved.

Although a master’s degree can improve Asian candidates’ chances of being called, it does not close the gap and their prospects don’t even measure up to those of Anglo applicants with undergraduate qualifications.

Compared to applicants with Anglos names, Asian-named applicants with all-Canadian qualifications had 20.1 per cent fewer calls from organizations with 500 or more employees, and 39.4 per cent and 37.1 per cent fewer calls, respectively, from medium-sized and small employers.

Source: Ottawa pilots ‘name-blind’ recruitment to reduce ‘unconscious bias’ in hiring | Toronto Star

New task force aims for diverse public service where everyone feels welcome

tbs-ee-2015-analysis-007Above slide shows how diversity has changed 2008-15 for executives, slide below for non-executives.

tbs-ee-2015-analysis-006Would be interesting to see the agenda and how it evolves over time, particularly expanding diversity beyond the four employment equity groups:

It’s important not only for the federal public service to be comprised of a fair representation of Canada’s various kinds of people, but also that these employees feel comfortable in their surroundings, says the head of Canada’s largest public service union.

Robyn Benson, president of the Public Service Alliance of Canada (PSAC), said this is among the reasons the Joint Union/Management Task Force on Diversity and Inclusion has been established.

“We, as a union, have great concerns about our workplaces and whether the workplaces are safe for our members, whether or not they are harassment-free, whether or not there is violence in the workplace,” she said. “We wanted to make sure we were part of ensuring that the workplace was safe.”

She added: “While we strive to hire individuals who fall within the equity groups (aboriginals, visible minorities, people with disabilities, and women), you need to not just hire them; you need to provide a workplace where they are safe, where there is no harassment, where there is no violence, where they can be engaged in all levels of the public service, and certainly where there’s accommodation for people with disabilities.”

The new task force includes representation from the following unions: PSAC, the Professional Institute of the Public Service of Canada (PIPSC), the Canadian Association of Professional Employees (CAPE), and the Professional Association of Foreign Service Officers (PAFSO). It also has members from management of the Treasury Board of Canada Secretariat, Correctional Services, Public Safety, Agriculture, and Public Services, as well someone from the Association of Professional Executives of the Public Service of Canada (APEX).

Larry Rousseau, PSAC’s vice-president for the national capital region and co-chair of the task force’s steering committee, echoed the idea that it’s not just about quotas, but making sure those working for the government are comfortable in their surroundings.

“The way to make sure that people feel respected is that they feel included in the processes, in the decision-making, and just the overall work of the public service,” he said. “It’s one thing to have diversity in the workforce. It’s what you do with it that is going to be very, very important.”

Margaret Van Amelsvoort-Thoms, the Treasury Board’s executive director of people management and the other co-chair of the task force’s steering committee, said: “We want every employee to be able to bring their whole self to work, and so [the task force] is the strategy that says, ‘How do we do that and make this an inclusive workplace.’ ”

Mr. Rousseau said one of the task force’s objectives will be defining what diversity is. The federal government already has policies intended to ensure that women, aboriginals, visible minorities, and people with disabilities are adequately represented in the public service. He said preventing discrimination and harassment of people in the LGBTQ community is another issue that has emerged as something all employers should strive for.

Ms. Van Amelsvoort-Thoms added that other demographic factors, such as age, where people are from geographically, and their family structure, can also be part of the conversation about diversity.

The task force was modelled on the Mental Health Joint Task Force that was established in March 2015 under the former Conservative government and continues to function.

Ms. Benson described the roots of this newer Task Force on Diversity: “[Treasury Board President Scott] Brison and I had a discussion several, several months ago about the work around diversity and inclusion. We thought it would be good to construct committees that look like our Mental Health [Task Force],” she said, adding that the Mental Health Task Force “has worked really well.”

While the government didn’t officially announce the Task Force on Diversity until late November, it’s been quietly in operation since September.

Ms. Van Amelsvoort-Thoms said part of the work so far has been doing an “environment scan” of what various employers, in both the private and public sectors, are doing in terms of diversity and inclusiveness. She said the federal government is behind some sectors in its approach to this issue, while it’s ahead of others.

Mr. Rousseau made note of the technology sector, which he said during the 1990s boom years realized the practical benefits of staff diversity and how it brings an array of different perspectives to achieving business goals.

Source: New task force aims for diverse public service where everyone feels welcome – The Hill Times – The Hill Times

Employment Equity: What the Latest Government Report says – Policy Options

TBS EE 2015 Analysis.007My latest piece comparing the 2015 and 2008 numbers in IRPP’s Perspectives. Detailed charts and tables, including departmental rankings of best and worst representation for women, visible minorities and Indigenous peoples:

The latest Treasury Board (TBS) report, Employment Equity in the Public Service of Canada 2014-15, provides useful information regarding the relative representation of employment equity groups: women, Indigenous peoples, visible minorities and persons with disabilities. Overall, the public service is reasonably diverse for the three groups which are the subject of this article — women, visible minorities and Indigenous peoples.

Unlike Labour Canada’s Employment Equity Act: Annual Report 2015, the TBS report does not present how representation has improved over time. To provide some historical context, this article contrasts the 2014-15 report with the 2007-8 TBS report with respect to overall representation, as well as diving into some of the 2014-15 numbers.

In contrast to earlier TBS reports, the current report only provides a summary analytical narrative for its data tables (one page, compared to over 10 previously), with fewer data tables (six compared to 16).

The following charts and narrative aim to fill that gap and help tell the overall story. While representation for all employees has improved, visible minorities and Indigenous people are relatively less well represented at the executive level, particularly at the Assistant Deputy Minister level (EX4-5).

Source: Employment Equity: What the Latest Government Report says – Policy Options

Public service about to feel the heat of public scrutiny

Nothing like some sunshine to improve accountability. But the challenge is real as public service-cited evidence will be more open to scrutiny and questioning:

The work Canada’s public service undertakes to support federal cabinet decisions could be thrown into the public spotlight in a way never seen before, according to the instructions Prime Minister Justin Trudeau has given Treasury Board President Scott Brison.

In what is referred to as a “mandate letter,” Trudeau has told Brison to make sure departments use the “best available information” and evidence when shaping policy and decisions — and be prepared to make that information public.

The mandate letters, sent to the 30 cabinet ministers and made public late last week, are built on the key promises of the Liberal election campaign. Brison’s marching orders for open and transparent government include specific instructions to create a culture of “measurement, evaluation and innovation” in the way programs and policies are designed and services delivered to Canadians.

In a big change from the past, those orders also include publicly releasing key supporting information used for making decisions, such as background and analysis, that has been shrouded in cabinet secrecy.

Trudeau also directed Brison to ensure departments set aside money for innovation. The letter asked that a “a fixed percentage” of program funds be reserved “to experiment with new approaches to existing problems and measuring the impact of their programs.”

Sahir Khan, the former assistant parliamentary budget officer who is now a senior visiting fellow at the University of Ottawa, said the government seems to be taking a page from New Zealand’s cabinet disclosure policy, in which a significant amount of the information submitted in memorandums to cabinet is made public.

“This is a level of transparency that we have never seen laid out so clearly,” said Khan, who led the PBO’s work on the analysis of the government’s proposed expenditures. “This represents a fundamental cultural transformation for the public service.”

During its almost 10 years in power, the more secretive Conservative government didn’t seek much public service advice or ask for evidence to back up policy-making.

The big question is whether the public service can now generate sturdy evidence-based decision that will not only be seen by cabinet but will also withstand the scrutiny of Parliament and the public.

Making more of the information around cabinet decisions public will also ramp up the accountability of both ministers and the public service.

“The public service can respond to the challenge, but it has not been asked to flex those muscles in a very long time,” said Khan. “The question is not whether they can respond but how many years for the public service to make such a substantive cultural change for a new way of doing business.”

Source: Public service about to feel the heat of public scrutiny | Ottawa Citizen

Employment Equity in the Public Service of Canada 2013–14

EE - TBS 2013-14 Summary Chart

Disappointing that TBS has not updated labour market availability (LMA) from 2006 (unlike Labour Canada for federally-regulated sectors – banking, communications, transport – has (17.8 percent visible minorities). However, while visible minorities remain under-represented, the hirings, promotions and separations data is relatively strong:

As at March 31, 2014, all four employment equity designated groups exceeded their workforce availability, as determined from 2006 Census data. Aboriginal peoples continued to increase their representation, from 5.0 per cent to 5.1 per cent; members of a visible minority group increased their representation from 12.6 per cent to 13.2 per cent; the representation of persons with disabilities decreased marginally from 5.8 per cent to 5.7 per cent; and women’s representation decreased slightly from 54.2 per cent to 54.1 per cent.

Within the executive cadre, representation rates continued to exceed workforce availability for three of the four designated groups. Women increased their representation from 46.0 per cent to 46.1 per cent; persons with disabilities increased their representation from 5.3 per cent to 5.4 per cent; and members of a visible minority group increased their representation from 8.2 per cent to 8.5 per cent. The representation of Aboriginal peoples remained stable at 3.7 per cent, below their workforce availability for executives.

For those interested, this table shows the overall trend over the past 5 years:

2009-10

2010-11

2011-12

2012-13

2013-14

Representation

10.7%

11.3%

12.1%

12.6%

13.2%

Hirings

11.3%

9.8%

10.7%

14.7%

16.0%

Promotions

12.1%

12.5%

13.5%

13.5%

13.8%

Separations

6.4%

7.1%

7.7%

8.9%

9.9%

Despite most of these years being under restraint and cutbacks, it is encouraging that representation, hirings and promotions continue to increase (separations may reflect cutbacks).

While TBS has not yet issued a revised LMA, a rough calculation would suggest the LMA has increased from 12.4 in 2006 to 15.0 percent in 2011.

This is based on the percentage of the population which is visible minority (19.1 percent) and adjusting for the percentage that are also Canadian citizens (78.3 percent).

Another view of public service employment equity can be derived from the National Household Statistics on public sector employment, which covers all federal public institutions (less the Canadian Forces), not just the Schedule 1 departments covered in the TBS reports:

 

Multiculturalism in Canada-Evidence and Anecdote Deck - April 2015.044 Multiculturalism in Canada-Evidence and Anecdote Deck - April 2015.045

Employment Equity in the Public Service of Canada 2013–14.